Is it possible to both cut costs and improve public library programming for all ages? Yes, it is; this book demonstrates how.
In their roles as community centers, public libraries offer many innovative and appealing programs; but under current budget cuts, library resources are stretched thin. With slashed budgets and limited staff hours, what can libraries do to best serve their publics?
This how-to guide provides strategies for streamlining library programming in public libraries while simultaneously maintaining―or even improving―quality delivery. The wide variety of principles and techniques described can be applied on a selective basis to libraries of all sizes.
Based upon the author's own extensive experience as well as that of colleagues in other library systems, this book provides readers with a practical, step-by-step approach to maximizing resources and minimizing costs of programming without sacrificing quality, as well as insider tips and examples from the field that will help them to avoid known pitfalls.
I think there are some good ideas here, but like most things, it comes down to implementation and justification. I don't know why any system would want to make a change like this all at once- why not start with a small thing, like storytimes in a box, in order to get some staff buy-in, when they realize that it does save them time and still allows for some flexibility? And ease the system in- instead of a whole, multi-branch massive systemic change? But also- I would hope a system would do this because there was a proven need for it, and not just to do something different.
I do have some concerns for libraries taking this path- again, implementation-wise. What is the goal here? If the goal is getting staff to spend less time on programming and more time with "customer interaction," I can easily see the argument being made that this would help a system eliminate the need for librarians. When the expectation is that any staff person can and should do a storytime, or can run a program based on the contents of a box, then why not just have Clerks do these things? Why would a building need more than one Librarian- unless they are doing centralized ordering, or centralized reference, too, in which case- why have Librarians in branches at all?
Alternatively, it sounded like one of the proposed models of staffing a centralized unit involved basically giving a bunch of extra responsibilities to Librarians, on top of their regular jobs. That struck me as fairly miserable-sounding, and a sure way to get rid of long-time staff- who would probably be replaced with eager young Library school graduates who can't find a position anywhere else and don't realize how much is asking of them.
I'm also not wholly convinced that this addresses one of the concerns listed- that it applies a cookie-cutter approach. Not all branches are the same; requiring conversation clubs at areas with no foreign language attendees feels wasteful- why require programming that has proven not to work? I know that there are often staff who say "We tried that 20 years ago and it didn't work" as a justification for not trying something now, but at what point do we trust staff? Or do we not?
I do like some of these ideas- I think everyone can usually find aspects of their programming that could benefit from streamlining (ordering supplies, hello!). And I even like the concept of having a menu of programs that staff could pick from. But I worry, also, that it really depends on the system- one could take this approach and design some really great programs- but they could also make them a bunch of junky projects using construction paper to save money.
I am interested to see how our library district will use this system. I wish there had been more examples and details, but overall a good explanation of the process